scaling agile(good!)

Post on 09-Apr-2018

220 views

Category:

Documents

0 download

Embed Size (px)

TRANSCRIPT

  • 8/8/2019 Scaling Agile(Good!)

    1/70

    Scaling Software Agility:Best Practices for Large

    Enterprises

    Dean Leffingwell

    Agile 2009

    Chicago, IL

    August 26, 2009

    1

  • 8/8/2019 Scaling Agile(Good!)

    2/70

    About Dean Leffingwell

    2

    Executive MentorBMC Agile Transformation

    Agile Enterprise CoachNokia S60, Symantec, Safeco

    Insurance, Symbian

    Software.

    Cofounder/AdvisorPing Identity, Roving Planet,

    Rally Software

    Founder/CEORequisite, Inc.

    Makers of RequisitePro

    Senior VPRational Software

    Responsible for Rational Unified

    Process (RUP) & Support of

    UML

    Founder and CEOProQuo, Inc., Internet identity

  • 8/8/2019 Scaling Agile(Good!)

    3/70

    More from Dean Leffingwell

    Scaling Software Agility: Best Practices for Large

    Enterprises, Addison-Wesley 2007Blog and Resources

    www.scalingsoftwareagility.wordpress.com

    Website

    www.leffingwell.org

    Reach me at DeanLeffingwell@gmail.com

    3

    http://www.scalingsoftwareagility.wordpress.com/http://www.leffingwell.org/mailto:DeanLeffingwell@gmail.commailto:DeanLeffingwell@gmail.comhttp://www.leffingwell.org/http://www.scalingsoftwareagility.wordpress.com/
  • 8/8/2019 Scaling Agile(Good!)

    4/704

    If you accept the premise that market needs change fasterthan the software industrys traditional ability to developsoluions, youre left with the question what can we do about

    it? For me, the answer is Agile.

    Israel Gat, Vice President,

    Infrastructure Management, BMC Software, Inc.

  • 8/8/2019 Scaling Agile(Good!)

    5/70

    BMC Results

    QSM Associates press release remarkable levels of time-to-market and quality

    produce large scale enterprise software in 4-5 months,

    compared to typical one year exceptional time-to-market without sacrificing quality

    especially noteworthy - BMC 'Secret Sauce enablesprocess to succeed in spite of geographically dispersedteams

    Other companies experience higher defects and longerschedules with split teams, BMC does not. I've never seenthis before. The low bug rates also result in very low defect

    rates post-production

    clearly ahead of more than 95 percent of all the softwareprojects captured in the SLIM metrics database, they're

    among the best I've seenSource: QSM Associates Press Release, Sep 10, 2007

    5

  • 8/8/2019 Scaling Agile(Good!)

    6/70

    Approaching Challenge at Scale

    6

    We place the highest value on actual implementation and taking action.There are many things one doesnt understand; therefore, we ask them,why dont you just go ahead and take action?

    You realize how little you know, and you face your own failures and redo

    it again, and at the second trial you realize another mistake . . . So youcan redo it once again.

    So by constant improvement one can rise to the higher level of practiceand knowledge.

    This guidance reminds us that there is no problem too large to be solvedif we are only willing to take the first step.

    FuijoSho, President, Toyota

  • 8/8/2019 Scaling Agile(Good!)

    7/70

    What Is Software Agility?

    7

  • 8/8/2019 Scaling Agile(Good!)

    8/70

    Team Agility

    A disciplined set of

    enhanced software engineering practices

    empirical software project management practices

    modified social behaviors

    That empowers teams to: more rapidly deliver quality software

    explicitly driven by intimate and immediate customer feedback

    8

  • 8/8/2019 Scaling Agile(Good!)

    9/70

    1.

    The Define/Build/Test Team

    2.

    Mastering the Iteration

    3. Two-levels of Planning and Tracking4.

    Smaller, More Frequent Releases

    5.

    Concurrent Testing

    6.

    Continuous Integration

    7.

    Regular Reflection and Adaptation

    1.

    The Define/Build/Test Team

    2.

    Mastering the Iteration

    3. Two-levels of Planning and Tracking4.

    Smaller, More Frequent Releases

    5.

    Concurrent Testing

    6.

    Continuous Integration

    7.

    Regular Reflection and Adaptation

    Achieving Team Agility

    9

  • 8/8/2019 Scaling Agile(Good!)

    10/70

    Enterprise Agility

    That harness large numbers of agile teams to build

    and release quality enterprise-class software more

    rapidly than ever before

    Explicitly driven by intimate and immediate customerfeedback

    That harness large numbers of agile teams to build

    and release quality enterprise-class software more

    rapidly than ever before

    Explicitly driven by intimate and immediate customer

    feedback

    A set of organizational best practices

    core values and beliefs

    A set of organizational best practices

    core values and beliefs

    10

  • 8/8/2019 Scaling Agile(Good!)

    11/70

    Achieving Enterprise Agility

    11

    1.

    Intentional Architecture

    2.

    Lean Requirements at Scale

    3. Systems of Systems and the Agile Release Train4.

    Managing Highly Distributed Development

    5.

    Impact on Customers and Operations

    6.

    Changing the Organization

    7.

    Measuring Business Performance

    1.

    Intentional Architecture

    2.

    Lean Requirements at Scale

    3. Systems of Systems and the Agile Release Train4.

    Managing Highly Distributed Development

    5.

    Impact on Customers and Operations

    6.

    Changing the Organization

    7.

    Measuring Business Performance

  • 8/8/2019 Scaling Agile(Good!)

    12/70

    Agile Turns Tradition Upside-Down

    Predictive Process

    (Waterfall)

    Adaptive Process

    (Agile)

    The plan createscost/schedule estimates

    The vision createsfeature estimates

    12

  • 8/8/2019 Scaling Agile(Good!)

    13/70

    Helps Avoid the Death March

    Time

    Pressure

    Deadline

    13

    Peak performanceachieved andmaintained indefinitely

    at a sustainable pace

  • 8/8/2019 Scaling Agile(Good!)

    14/70

    Reduces Risk

    Time

    Deadline

    Risk

    14

  • 8/8/2019 Scaling Agile(Good!)

    15/70

    Starts Delivering Immediately

    15

    Time

    ValueDe

    livery

    Deadline

  • 8/8/2019 Scaling Agile(Good!)

    16/70

    Makes Money Faster

    16

    Time

    ValueDe

    livery

    Deadline

  • 8/8/2019 Scaling Agile(Good!)

    17/70

    Delivers Better Fit for Purpose

    Time

    waterfall plan, result

    agile

    (adaptive) plan, result

    Measure of

    waterfall customer

    dissatisfaction

    17

  • 8/8/2019 Scaling Agile(Good!)

    18/70

    Agile Delivers Higher

    18

  • 8/8/2019 Scaling Agile(Good!)

    19/70

    Our implementation of agile practices . . . helps us find bugsearlier, helps us achieve higher quality, and helps us work wellwith SW QA

    Jon Spence, Medtronic

    Our implementation of agile practices . . . helps us find bugsearlier, helps us achieve higher quality, and helps us work wellwith SW QA

    Jon Spence, Medtronic

    I measure quality by the life of a defect, time measured frominjection to finding and fixing. Agile gives us solid results with

    most defects living no longer than one to two iterations. Agiledelivers higher quality than anything Ive found with the waterfallmodel

    Bill Wood, VP, Ping Identity Corp.

    I measure quality by the life of a defect, time measured frominjection to finding and fixing. Agile gives us solid results with

    most defects living no longer than one to two iterations. Agiledelivers higher quality than anything Ive found with the waterfallmodel

    Bill Wood, VP, Ping Identity Corp.

    19

  • 8/8/2019 Scaling Agile(Good!)

    20/70

    Last year, we had 22 releases across 3 major product lines, andnot a one of them was late. We support hundreds of Fortune1000 enterprises with a single person dedicated to support --the software is that solid

    Andre Durand, CEO, Ping Identity Corp.

    Last year, we had 22 releases across 3 major product lines, andnot a one of them was late. We support hundreds of Fortune1000 enterprises with a single person dedicated to support --the software is that solid

    Andre Durand, CEO, Ping Identity Corp.

    We increased individual developer and team productivity by an

    estimated 20 percent to 50 percentBMC Software

    We increased individual developer and team productivity by an

    estimated 20 percent to 50 percentBMC Software

    20

  • 8/8/2019 Scaling Agile(Good!)

    21/70

    Development teams are more engaged, empowered and highlysupportive of the new development process

    BMC Software

    Development teams are more engaged, empowered and highlysupportive of the new development process

    BMC Software

    Our implementation of agile practices . . . (1) makes the workmore enjoyable, (2) helps us work together, and (3) isempowering

    Jon Spence, Medtronic

    Our implementation of agile practices . . . (1) makes the workmore enjoyable, (2) helps us work together, and (3) isempowering

    Jon Spence, Medtronic

    21

  • 8/8/2019 Scaling Agile(Good!)

    22/70

    Seven Agile TeamPractices That Scale

    The Define/Build/Test Team

    Mastering the Iteration

    Two-level Planning and Tracking

    Smaller, More frequent releases

    Concurrent Testing

    Continuous Integration

    Regular Reflection and Adaptation

    22

    1 D fi /B ild/T t T

  • 8/8/2019 Scal